How do boundary-spanning organizations use their choices for
leadership positions? How could hybrid organizations and leaders
improve the effectiveness of those organizations in order to
increase the chances of success for their business organizations in
East Asia? How can we observe the best practices that could guide
foreign managers to adjust in host business environment in East
Asia?To answer these questions, the author presents a theoretical
framework and investigates the preferences and networkability in
the corporate, market and living environment of expatriated
managers in China and Japan.
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